Strategy in TransitionRichard A. Bettis John Wiley & Sons, 4 feb. 2009 - 320 sidor The bursting of the ‘dotcom bubble’ and the terrorist attacks of September 11, 2001, have brought into question received wisdom about strategy. This volume reviews the lessons to be learnt from these events, and proposes that, as a result, strategy in the twenty-first century will have to develop along new lines.
Comprising a series of outstanding contributions by experts in the field, the collection focuses on changes that are occurring in how strategy is viewed, formulated and analysed, and looks forward to the future of strategic management. It discusses the emergence of new modes of thinking, new models, and new processes, and lays foundations on which strategy can build in future. |
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Sida 8
Richard A. Bettis. of capability-building efforts during the development of an innovation's next level. Finally, the study addresses how the way in which an innovation's next level is implemented (in-house vs. outsourcing) affects an ...
Richard A. Bettis. of capability-building efforts during the development of an innovation's next level. Finally, the study addresses how the way in which an innovation's next level is implemented (in-house vs. outsourcing) affects an ...
Sida 11
... of accumulated past experience and related innovation capabilities on both adoption and implementation of an innovation. Hypothesis 1.3 discusses emerging capabilities operationalized as the basis (in-house building of capabilities ...
... of accumulated past experience and related innovation capabilities on both adoption and implementation of an innovation. Hypothesis 1.3 discusses emerging capabilities operationalized as the basis (in-house building of capabilities ...
Sida 14
... on other firms for technological know-how necessary to compete (Hagedoorn, 1993). However, in many cases firms still face the option of developing an innovation in-house with or without third-party help, using a packaged application for in- ...
... on other firms for technological know-how necessary to compete (Hagedoorn, 1993). However, in many cases firms still face the option of developing an innovation in-house with or without third-party help, using a packaged application for in- ...
Sida 15
... to higher resource allocation costs associated with in-house capability building rather than outsourcing, firms choosing to build capabilities in-house are expected to be more committed to an innovation than firms selecting the ...
... to higher resource allocation costs associated with in-house capability building rather than outsourcing, firms choosing to build capabilities in-house are expected to be more committed to an innovation than firms selecting the ...
Sida 21
... inhouse at the time of adoption and with a value of 0 for banks that outsourced their transactional website to an external service provider. This variable assesses the importance of in-house capabilities for implementation of an ...
... inhouse at the time of adoption and with a value of 0 for banks that outsourced their transactional website to an external service provider. This variable assesses the importance of in-house capabilities for implementation of an ...
Innehåll
1 | |
5 | |
An Empirical Study of Global Investment Banking | 35 |
Differentiating the Dominant Logics of Successful and Unsuccessful Firms in Emerging Markets | 81 |
The Implications of Trying to be an Innovator | 105 |
5 The Value of Managerial Learning in RD | 132 |
StructuralCognitive and Relational Dimensions | 153 |
7 Strategic Innovation in Financial Services | 175 |
8 The Role of Organizational Culture in the Corporate Branding Process at Silicon Valley rms | 205 |
Effects of Network Position on Individual Inventive Productivity | 223 |
How Organization Reputation and Employee KnowHow Affect Performance | 252 |
Was Apple Really Betamax Redux? | 274 |
Index | 302 |
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Academy ofManagement adoption analysis Apple Apple’s Barney capital structure cloning cluster collaboration company’s competitive advantage complementary assets create CSFB customers debt decisions dominant logic dynamic capability economic performance emerging capabilities empirical employee know-how environment equity external factor fast innovators financial slack firm’s firms focus Fombrun Goldman Sachs group-level effects Groupings K-means method Hypothesis identified implementation in-house individual industry intangible resources interaction internal interviews inventive productivity investment banking J.P. Morgan knowledge assets Lehman Brothers leverage Macintosh managerial market orientation market share measures Merrill Lynch non-innovators organization organizational culture organizational learning outputs outsourcing PC banking percent perspective positive potential R&D intensity relationship reputation resource-based resource-based view Review rivalry Salomon Brothers significant social capital strategic groups Strategic Management Journal Strategic ManagementJournal sustained competitive advantage technological competencies Teece theory tion transactional Internet banking University